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3. Blend Old and New Ways (Embrace Differences)

Make the transition of thought easier for your older colleagues to accept. Be strategic in blending your new ways of thinking with their current ways. Remember that your job is to help make them more successful and this requires you to help them continuously learn and grow. Be a good leader, not an entitlement hound. Be respectful of how they think and get creative in helping the older generations understand why your new ways of thinking make sense. Take your time, give them examples – learn how to earn buy-in.

Traditions matter to the older generations. Be mindful of this not just for your older colleagues, but for the good of the organization you are serving. I remember how eager I was to introduce new ideas and reinvent the older ways of thinking. I failed many times at first because I didn’t pay enough attention to the historical dynamics that existed within the organization and between its people. I wasn’t mindful enough of the traditions that were embedded in the company’s culture and how people applied them to their work.

4. Earn Respect by Being Less Authoritative

Respect takes time to earn and should not be forced. Don’t demand or command. Become part of the team. Take responsibility for your actions and learn to hold yourself accountable. Being the new young boss does not grant you special privileges. As a young executive, I never abused my power. In fact, my staff worked with my personal assistant more than I did. I wanted to ensure that any “perceived” privileges that I had were shared with the team.

It’s important that your old colleagues see that you are being respectful within your role. They want to know that your intentions are pure, honest and true. Learn to care more about your team and less about your power.

As a young leader, embrace generational differences and be a good student. Older generations have the wisdom that younger generations are still acquiring. Care about your duty, be grateful for the opportunity and set-forth a foundation based on trust, teamwork, integrity and transparency.

As Jon Gray, Vice President, North America of HomeAway, Inc. said when he shared his thoughts about managing people who are older than you: “Managers should legitimately care about each person he or she manages. If you invest your time, effort, and energy in helping people, they will be able to develop personally and professionally. You’ll also be tuned in to their goals and aspirations. As a result, employees are happier and better at their jobs.”

And: “Just because you’re taught to avoid emotional decisions on the job doesn’t mean you can’t have an emotional connection with people in the office. After all, you’re human.”